SWOT Analysis for EACH of the following Alternatives

Alt. 1: External recruitments strategies

Alt. 2: Provide a program to train the new HR officer (Claremont)

Alt. 3: Provide a program so that the officers can learn about racial profiling and sexual harassment

Alternatives	Alt. 1: External recruitments strategies	Alt. 2; Provide a program to train the new HR officer (Claremont).	Alt. 3: Provide a program so that the officers can learn about racial profiling and sexual harassment
Strengths
Weaknesses
Opportunities
Threats

Strengths -

Weaknesses -

Opportunities -

Threats -

Transcribed Image Text:

Deputy Chief George MacKinnon knew that something had to be done-and soon! He looked at the report containing the latest recruitment statistics Inspector Ken Claremont had left on his table ear- lier that morning. When Richard Tanner, the human resource director, suddenly took long-term leave of absence to be with his terminally ill wife, Claremont had stepped into the position. Claremont, an operational officer, had little prior training to manage human resources; but MacKinnon also knew that he had little choice in the matter, since the only other "free" offi- cer was much more junior than Claremont. The result is that for the last five months, Claremont was basically learning on the job. It also meant that he had to constantly devote some attention to HR issues-taking him away from his main job. "Troubles never come in single," he murmured. Six months ago, his organization was accused of racial profiling on two separate occasions. About two months ago, there was also a complaint from one of the women officers of sexual harassment by her supervisor. The print and TV media had played up the incidents-causing him endless worries and dis- traction. Finally, when the harassment case went before the provincial human rights commission, the tribunal had decided in favour of the department, but not before admonishing it for poor representation of women and minorities in its workforce. Deputy Chief George MacKinnon knew that something had to be done-and soon! He looked at the report containing the latest recruitment statistics Inspector Ken Claremont had left on his table ear- lier that morning. When Richard Tanner, the human resource director, suddenly took long-term leave of absence to be with his terminally ill wife, Claremont had stepped into the position. Claremont, an operational officer, had little prior training to manage human resources; but MacKinnon also knew that he had little choice in the matter, since the only other "free" offi- cer was much more junior than Claremont. The result is that for the last five months, Claremont was basically learning on the job. It also meant that he had to constantly devote some attention to HR issues-taking him away from his main job. "Troubles never come in single," he murmured. Six months ago, his organization was accused of racial profiling on two separate occasions. About two months ago, there was also a complaint from one of the women officers of sexual harassment by her supervisor. The print and TV media had played up the incidents-causing him endless worries and dis- traction. Finally, when the harassment case went before the provincial human rights commission, the tribunal had decided in favour of the department, but not before admonishing it for poor representation of women and minorities in its workforce.

Answer rating: 100% (QA)

SWOT Analysis for Each Alternative Alternative 1 External recruitments strategies Strengths Access to a larger pool of candidates Opportunity to hire candidates with specific skills and experience tha... View the full answer